Search

Professional roles are facing deep transformations in the healthcare sector. Hospitals face role conflict and ambiguity, especially for middle managers who hold both managerial and clinical responsibilities. This work aims at providing the competency profiles of two key managerial roles in hospitals (Clinical Directors and Head of Nurses), so to provide evidence on the characteristics they should have to carry out their role effectively. Through a guided negotiation among members of Italian category associations of middle managers, updated job descriptions were designed for the two key figures. Then, competency profiles were elaborated by applying a competency dictionary specifically designed for managers in the healthcare sector. Only some desirable competencies are common to the two professional figures. This is because their responsibilities overlap only in part, while the distinct features of their specific roles translate directly into distinct key competencies. Training managers in the healthcare sector is challenging due to the hybrid and evolving roles they cover. Nevertheless, it is fundamental to design training pathways which match specific desirable competencies. It is misleading to think that managers need common competencies only, and training pathways should be diversified based on the specific contribution professionals can provide to an organization. This has implications both at the organizational level and at the policy making one, given that managerial training is frequently a joint responsibility of hospitals and universities. [ABSTRACT FROM AUTHOR]

Background: In order to face the unsustainability of the healthcare sector, the Italian reforms of the 90s – in line with international trends – transform healthcare organizations into accountable 'business-like' entities. With great expectations on their ability to achieve results in terms of quality and efficiency, it becomes crucial to select the right people to drive them. This study defines the profile of the most innovative CEOs in the sector. Methods: The work arises from a previous study conducted by AGENAS that identified the managerially most innovative Italian healthcare organizations. After a deep analysis of CEOs' biographies, through a semi-structured questionnaire, additional information concerning their educational and professional background was collected. Results: Although no dominating profile emerges in terms of educational background – suggesting it is not clear whether it is preferable that CEOs hold a degree in Medicine or in other disciplines – the most innovative CEOs have mainly developed their careers within the public healthcare sector and not in other private industries. Practice Implications: This study provides important implications in terms of CEOs' selection. This, provides interesting food for thought on how career ladders should be designed within the sector and how effective these are in assuring the development of appropriate skills. [ABSTRACT FROM AUTHOR]

Purpose: The progressive patient care (PPC) model, the patient-centered approach, and the lean philosophy are key 'pillars of change' in hospital settings. This work aims at providing a clear methodological guidance in evaluating a hospital's positioning in reference to the main pillars of change, as well as on the effectiveness of how enablers of change are concretely enhanced. Methodology/approach: A mixture of qualitative methods such as semi-structured interviews, ethnographic observations, and informal conversations has been used. The most valuable source of data consists of six interviews to key figures within the hospital. Findings: The PPC organizational model is detected to be Non-strategic. Although highly innovative, the new organizational features do not respond to the typical PPC approach. Patient-centeredness assumes a Developed/Advanced position. 'Units' are the major response to the hospital's strategy of introducing patient centeredness. Finally, the implementation of lean reaches a Starting/Developed positioning. The approach followed is responsive to staff's engagement and commitment, but implementation is isolated and 'one-shot'. Its positioning on the scales of three pillars of change seems extremely coherent with the hospital's strategic priorities. The highest position is reached for patient-centered care, which is the prior objective of the hospital's main pressures for change. Originality/value: The approach's major potential is in comparing the hospitals' current position with its strategy, as well as detecting differences with similar settings. This approach provides hospitals' management with an effective support in ranking priorities through insights on which enabling tools should urgently be further developed. [ABSTRACT FROM AUTHOR]